Rick Rasmussen is a Silicon Valley native with entrepreneurial, executive, government and academic experience focusing on startups and growth stage companies. He works extensively with governments and economic development agencies looking to connect with Silicon Valley. He is an active member of the Sand Hill Angels investment group.
He served as the VP of Business Development for nestGSV, a large-scale accelerator in Silicon Valley where he focused on International Business Development and Acceleration Programs. Prior, Mr. Rasmussen served as the Trade Commissioner for the Canadian Department of Foreign Affairs and International Trade with responsibility for linking Canadian IT companies to the Valley. Prior, he served as an Entrepreneur-in-Residence at Institutional Venture Partners, Interim CEO for @Road, President and CEO for BuzMe.com. He currently advises a half-dozen companies in mobile and international social media and serves as a Director of CritterPix, an animated feature film startup in Marin County, CA.
His professional experience includes C-Cube Microsystems (LSI) where he was Vice President of Marketing and General Manager and helped drive the digital video revolution in consumer, computer and communications markets. He was a senior member of the team that took the company from startup through IPO and Fortune 500 status. Prior he spent nine years at LSI Logic where he spearheaded new development of RISC microprocessors, Digital Signal Processors and standard cell product lines culminating as the General Manager of the MIPS Microprocessor Division.
Mr. Rasmussen earned a Electrical Engineering and Computer Science degree with highest honors from the University of California at Berkeley and an dual MBA degree from UC Berkeley’s Haas School of Business and Columbia’s Graduate School of Business in New York City with honors. He currently lectures on Entrepreneurship at both UC Berkeley and Stanford University.
2. Outsourcing ! Product
• Building your outsourcing business
• Finding a product opportunity
• Oops – this is harder than I thought
• Planning and prep to build a great product company
3. Outsourcing / Contract Work
• Low capital
requirements
• Hiring Talented
Engineers
• Finding customers
with revenue
generating projects
• New and repeat
business.
People
Revenue
5. Outsourcing
CEO
Admin Sales
Engineer Engineer Engineer Engineer Engineer Engineer
More revenue? Just add more engineers (minus overhead, efficiency, etc).)
Maximum revenue per year is limited to:
(number of consultants) x (hours worked per year) x (billing rate)
6. Issue: Scale
People
• Business scales with number of engineers
• Can only grow by adding people
• No revenue leverage
Revenue
People
13. Oh Look… Common Requirements
• Let’s become a product
company…!!!
• Paying customers
• Our development is leveraged
– Use existing code
– Multiply and go
• Happens all the time..!
14. What’s wrong with this?
• An Accidental Product
• Little thought about
– Market size
– Customer needs
– Support requirements
– Marketing and Sales
15. Product-based Business
• Works on principles of
leverage
– “Develop once, sell many”
• Starts with a
tested Unmet Need
and large potential market
• Risk capital funding used to
develop and deliver product
or service
High risk and potentially high reward
16. Product-based businesses are Scalable
• Requires cash to
get started
• Business scales
as a function of
marketing and
sales
• Suffer through the
Valley of Death
17. Product Company
CEO
Admin
Sales Marketing Engineering Operations Finance
• Functional Organization
• Potential to scale and leverage resources
• Can be much higher revenue per employee
18. Do your homework – are you ready?
• Unmet Need identified
• MVP built, tested against market
• Sustainable and repeatable sales cycle
• Large global market waiting for you?
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
24. Form a Spin-Off
New Product
Company
Outside
Investors
Contract
Company
• Management
• Funding
• IP
25. Do Your Projections
• Account for everything needed
Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 5%
Revenues Product Line 1 $314 $1250 $4000 $8000 $10500 18.8%
Product Line 2 $4 $375 $1500 $5000 $40000 71.4%
Srvcs & Maint $35 $750 $2250 $3500 $5500 9.8%
Total Revenue $353 $2375 $7750 $16500 $56000 100%
Cost of Sales $265 $1125 $3700 $8350 $25700 45.9%
Gross Income $88 $1250 $4050 $8150 $30300 54.1%
Expenses R&D $411 2269 2538 2806 3443 6.1%
S&M $237 1659 1732 1610 1842 3.3%
G&A $162 1647 1940 2196 2281 4.1%
Other $65 360 485 600 765 1.4%
Net Income (787) (4685) (2645) 938 21969 39.2%
26. File as a Delaware C Corp
• Establishes your desire to be a global
company
• Able to attract stronger interest from
investors
• OK to operate out of home country as
long as it makes sense
– Lower labor costs
– Stable workforce
• Speak with an attorney about tax
and IP considerations
27. Build a Great Product Team
• Investors
• Board of Directors
• Co-founders
• Your executive staff
• Board of Advisors (optional)
• Service Providers
– Attorneys, Accountants, Recruiters,
PR firms, Outsourcers…
Investors
Board
You Co-founders
Advisors Exec Staff
Team
Service
Providers
28. Build a Full Company Timeline
Q3Q1 Q2 Q7Q6 Q8
Cash
Flow Positive
Series B $7M
Started
company
MVP
Full Production
Q9
Series A $2M
Second
prototype
Closed Beta1st alliance
signed
Seed $100K
Q4 Q5
Employees: 4 6 9 10 11 14 18 22 24
Q10
1M
Users
29. Build a Global Sales Strategy
Bootstrap Revenues/seed Series A/B exit
Early-
Vangelists
CEO
Selling
Sales
Channel
Strategy
Customer
Validation
Through
Completion
Hire first
Sales Persons
Full Product
And
Company
Launch
Multiple
Channels
Strong Growth
30. Bring on a Strong Financial Team
Bootstrap Revenues/seed Series A/B exit
CPA
setup
You or
part-time
bookkeeper
CPA and
Attorney
Review
Full-time
Bookkeeper
or Controller
Controller
and
Part-Time
CFO
Hire
CFO
31. Put systems in place to grow globally
• Engineering
– Choose the right language platform(s)
– Strong testing methodology
– Outsourcing only with great specifications
– Great GUI and multi-language support
• Marketing
– Messages for each geography
• Sales
– Global distribution strategy
• Operations:
– Mindful of costs and multiple supply sources
32. Be mindful of Global Cultures
Lewis Model of Cross-Cultural Communication
36. Conclusions
• Think like a product company from day one
• Separate product from contracting/outsourcing
– Personnel
– People
– Customers
• Be mindful of cultures and attitudes
• Go Global right from the start
37. Don’t build your product on a bad foundation
Plan on being global. Project forward. Build a solid foundation
38. Even castles made of sand fall into the sea,
eventually – Jimi Hendrix
Plan…! Otherwise,